Podcast appearances and mentions of joel gascoigne

Welcome to another episode of The Startup CEO Show!This week, we have a special video edition featuring Joel Gascoigne, founder and CEO of Buffer, known for its revolutionary approach to transparency and remote work. Our host, Mark MacLeod, dives deep with Joel into the intricacies of managing a startup during times of growth and decline, the strategic changes that Buffer has embarked on, and the personal journey of leadership.Joel shares his unique experience of managing 12 direct reports and transitioning to an asynchronous communication model to foster deep work and reduce meeting overload. He reflects on overcoming challenges, such as plateauing growth and navigating the pandemic's impacts with a renewed focus on supporting entrepreneurs and small businesses. We also explore the dynamics of co-founder relationships, raising and managing investor expectations, and Buffer's return to a bootstrap model after a strategic VC buyout.Joel's insights into the long-term strategic vision, maintaining company culture, and embracing transparency offer invaluable lessons for startup CEOs and leaders striving to sustain growth while preserving core values. Plus, we touch on how fatherhood has influenced Joel's productivity and work-life balance.Tune in to glean actionable strategies for managing your startup more effectively and authentically.------------------------------How many times a day do you think "This meeting could have been an e-mail"?Fellow is the only AI Meeting Assistant that transcribes, summarizes, and centralizes your meeting workflow by connecting to your calendar and existing productivity tools.Go to https://fellow.app/ and discover the best way to enhance productivity today!----------------------------------Connect with Mark on LinkedIn: https://www.linkedin.com/in/themarkmacleod/Stay updated on X: https://x.com/markmacleod_Get in touch with Mark: https://markmacleod.me/

In this episode of Off Mute, Remote's Chief People Officer Barbara Matthews is joined by Joel Gascoigne, the CEO of Buffer. Buffer is one of the world's most popular social media management platforms and an all-remote company that sets a high standard for transparency.Joel shares the story behind Buffer's pioneering decision in 2013 to become a fully distributed company, driven by values like freedom, flexibility, and exceptional customer service. He reflects on how Covid-19 accelerated remote work while also revealing the challenges many companies faced in transitioning, pointing out the differences between deliberate remote work and remote work born of necessity. He provides tangible advice on building connection, community and effective collaboration across time zones with Buffer's 80+ employees in 23 countries. Joel and Barbara also discuss how Buffer's culture of transparency enhances remote work and share examples of ways to be inclusive yet fair.We also explore how Buffer is leveraging AI, both internally to aid workflows and externally within their product to solve key customer problems like repurposing content. Joel leaves us with some amusing anecdotes about the unexpected perils of distributed work and how he solves tech failures when off the grid.

In our society, failure is often stigmatized as a negative outcome that should be avoided at all costs. However, as many successful entrepreneurs have proven, failure can actually be a valuable learning opportunity. Moreover, sharing your failures with your customers can be an effective selling strategy that can build trust and authenticity. When you openly discuss your failures with your customers, you show that you are willing to be transparent and vulnerable. This can humanize your brand and make it more relatable. By admitting that you have made mistakes, you demonstrate that you are willing to take risks and learn from your experiences. This can help you establish a deeper connection with your customers, who may appreciate your honesty and willingness to improve. One example of a company that has successfully used failure as a selling strategy is Domino's Pizza. In the early 2010s, Domino's faced a lot of criticism for the quality of its pizza. In response, the company launched a campaign called "Oh Yes We Did," in which it admitted that its pizza was not up to par and promised to make it better. The campaign featured ads with customers reading negative comments about the pizza and then showed how the company was working to improve its recipe. The campaign was a huge success, as it helped Domino's to rebrand itself as a company that was committed to quality and customer satisfaction. Another company that has effectively used failure as a selling strategy is Buffer, a social media management platform. Buffer's CEO, Joel Gascoigne, wrote a blog post in 2013 in which he admitted that the company had made a mistake by focusing too much on growth and not enough on profitability. Gascoigne explained that the company had to lay off a third of its team in order to refocus on its core values. This blog post was widely shared and discussed, as it demonstrated the company's commitment to transparency and its willingness to learn from its mistakes. In conclusion, sharing your failures with your customers can be a powerful selling strategy that can help you establish trust and authenticity. By admitting your mistakes and showing that you are willing to learn from them, you can demonstrate your commitment to quality and customer satisfaction. So, the next time you face a setback, consider sharing it with your customers. You might be surprised at how it can help you to build a stronger relationship with them.

When you purchase an item after clicking a link from this post, we may earn a commission.Devin: What is your superpower?Alex: I think a superpower is that I'm comfortable with not being good at a lot of stuff.Alex Budak, a faculty member at Berkeley's Haas School of Business, is a reluctant author. He loves teaching but didn't feel intrinsically drawn to writing.“I teach this class at UC Berkeley called Becoming a Changemaker,” he says. “I have students that came up to me after the class and would say, you know, the class is life-changing for them and transform them, and it should be a book. I brushed off the first few of them, but after a couple of dozen, I said, ‘Okay, maybe there's something there.'”The book, Becoming a Changemaker, which I've now read and recommend without hesitation, has been well received.The book follows the outline of his course with three primary sections:* The changemaker mindset* Changemaker leadership* Changemaker actionAlex shared a story from the book to demonstrate that anyone can become a changemaker:When Hannah was sitting there, arms crossed, a dour look on her face—I could tell something was wrong. I reached out to her because I know students are always facing battles I may not be privy to. But she opened up to me in office hours and said, “Look, I have given up hope on being a changemaker.” She had told me she was doing an internship this past summer where she was trying to drive forward a new diversity equity inclusion effort in the office. While her direct manager was supportive, she kept running into roadblock after roadblock, both sort of personal as well as systemic. Ultimately her DEI efforts just fell flat. Because of that, she started telling herself a number of stories, one of which is that change is never possible and that she couldn't be that agent of change. Now, I think there is still some little spark because the next semester, she did still sign up for a class called Becoming a Changemaker. So, I think she had that in her. We started working through some of those beliefs and how we might begin challenging them. We brought in some ideas from positive applied psychology. That's Martin Seligman at the University of Pennsylvania. He talks about setbacks. When a setback happens, ask ourselves: Is it personal? Is it permanent? Is it pervasive? Look at the case of Hannah. She was trying to lead change as a very low-level status intern, a temporary intern at that. So, it's probably not personal. It's not about her pervasiveness. Is this one failure emblematic of failures throughout your life? No, she's doing great in school. She's doing all kinds of other things.Then permanence. That's what she was struggling with because she said, “Look, I tried once; it didn't work. It's not possible.”So we worked through his three-piece model to help get a new perspective on things. Where things totally changed for her is when she started realizing that she actually was a changemaker. One of my favorite assignments in the whole class is something called the changemaker of the week. So, I ask each student throughout the semester to choose one person, alive or dead, famous or not, and they have to make the case to the class using persuasive arguments, critical thinking, why this person is a changemaker, how they embody some of the traits that we learn in the class. So she does this assignment, and she chooses someone who personally inspired her, a woman that had overcome a lot of adversity to still lead change. She does a presentation. She did a great job. She sent me an email, still perhaps a bit of imposter syndrome, saying, “Sorry, I did my best, but it wasn't that good.”I responded by saying, “Are you crazy? That was a wonderful presentation. It was moving.” In fact, the next day, another student emailed me and said that because of Hannah's presentation, she now had a new spark of changemaking in her. I shared that note with Hannah, and she was speechless. In that moment, she realized that not only had she become a changemaker, she had helped someone else become a changemaker, which is one of the most powerful things you can do. I've got her past all those setbacks, and she realized, “Yeah, I'm a changemaker.”The book is not only connecting with individuals but with other institutions. Universities around the world in seven different countries have adopted the book as a textbook for their classes on changemaking.“I hope you find it really simple, really clear,” Alex says of the book. “Not that the ideas aren't complex, they are, but that the reading is simple and accessible. I want someone who's a 14-year-old to be able to take advantage of the readings just as much as a 40-year-old or an 80-year-old, that it reaches people where they are.”Throughout his career, Alex has leveraged his superpower, being comfortable with not being good at many things.How to Develop Comfort With Not Being Good at Things As a Superpower“A lot of people feel like we have to be good at everything,” Alex says. “I've sort of learned in my life that there are some things that I'm good at, and there are a lot of things that I'm really bad at.”That is powerful. “I'm comfortable that there are a couple of things that I really, really love,” he says. “When I find both that passion, that sense of purpose and things that give me energy, I can go big on that. I found that teaching is just my calling.”“I'm willing to say there are hundreds of other things that maybe, with a ton of hard work, a ton of energy, I could get decent at,” Alex says. “But I'm kind of okay with not being great at it in service of really playing to my strengths and playing to my passions.”Alex sees his book launch as an example of how he used this superpower. He notes that developing a strategy to market a book is as tricky as writing one. Rather than tackle it himself, he organized a team of 24 students to help him.They helped him create a TikTok channel where his role was to come up with ideas and talk on camera; the students handled everything else.“It became this beautiful, kind of a cross-generational collaboration,” Alex says. “Gen Z and me, a millennial, put together some cool videos that would not have been possible and certainly would not have reached those levels if I said, “No, I'm going to do this all myself.”Alex offers advice for leaning into this superpower, getting comfortable with not being good at everything. Fundamental, he says, is recognizing that “changemaking is a team sport.”He shares two changemaker insights to build on this foundation.One changemaker, Sid Espinosa, the first Latino mayor of Palo Alto, told Alex's students to see themselves as runners in a relay rather than solo sprinters:You've got to stop thinking about change as an individual sprint and start thinking of it as a relay race. Especially when we think about change, like big systemic changes like climate that probably won't be solved in our lifetime. We've got to stop thinking of it as an individual race and instead a relay where our job is to pick up the baton from those who came before us. Advance the baton as much as possible in the ten, 20, 30, 40, 50 years we're working on it. Then when the time comes to pass off the baton to not just hand it off, but make sure that those that come after us are set up for success by mentoring them, by guiding them, by supporting them.The second is Joel Gascoigne, the CEO of Buffer, who says the job of the CEO is to fire yourself.Maybe you start off as a social entrepreneur and you have five jobs. You're the CMO, you're the CFO, you're the CEO, etc. Then as soon as you get a little bit of budget or you convince someone to join you who's better than you at marketing, you fire yourself for marketing and let them take it. Then as soon as you can hire a CFO, you fire yourself in finance and you keep going, keep going and keep going until you find that thing that you're uniquely good at. So even if you don't know exactly what it is yet, think about how can you fire yourself as you go alongBy following Alex's example and advice to leverage the power of teamwork, you can develop the superpower of being comfortable with not being great at everything so that you can do more good in the world. Get full access to Superpowers for Good at devinthorpe.substack.com/subscribe

On November 1st, New York City's workers woke up to a new reality: every job listing for work that could be done in one of the five boroughs now had a stated salary band. Gossips rejoiced. But who does the law really benefit?On this week's podcast, hosts Soumaya Keynes, Mike Bird and Alice Fulwood look at the pros and cons of pay transparency. First, they hear from Harvard Business School's Zoe Cullen who says wages fell by 2% on average when firms opened up about pay. Then, they speak to Joel Gascoigne, the founder of online marketing firm Buffer, who went further than companies in New York and published each of his employees' salaries, by name, on the company's website (it lists his salary as $298,958). And then they go to Norway, where incomes have always been publicly available - and hear about the unexpected consequences on happiness when you can easily see what your friends, neighbours and enemies earn. Sign up for our new weekly newsletter dissecting the big themes in markets, business and the economy at www.economist.com/moneytalksFor full access to print, digital and audio editions, subscribe to The Economist at www.economist.com/podcastoffer Hosted on Acast. See acast.com/privacy for more information.

On November 1st, New York City's workers woke up to a new reality: every job listing for work that could be done in one of the five boroughs now had a stated salary band. Gossips rejoiced. But who does the law really benefit?On this week's podcast, hosts Soumaya Keynes, Mike Bird and Alice Fulwood look at the pros and cons of pay transparency. First, they hear from Harvard Business School's Zoe Cullen who says wages fell by 2% on average when firms opened up about pay. Then, they speak to Joel Gascoigne, the founder of online marketing firm Buffer, who went further than companies in New York and published each of his employees' salaries, by name, on the company's website (it lists his salary as $298,958). And then they go to Norway, where incomes have always been publicly available - and hear about the unexpected consequences on happiness when you can easily see what your friends, neighbours and enemies earn. Sign up for our new weekly newsletter dissecting the big themes in markets, business and the economy at www.economist.com/moneytalksFor full access to print, digital and audio editions, subscribe to The Economist at www.economist.com/podcastoffer Hosted on Acast. See acast.com/privacy for more information.

Would you turn down a nine figure offer to buy your business? We hear from Buffer CEO, Joel Gascoigne, who did just that, along with stories from incredible small business owners and entrepreneurs who have turned down big money for their business. In this episode we're bringing you stories about saying yes to the right opportunities and saying no for the right reasons.This podcast is produced by Buffer, an affordable and intuitive social media marketing software used by over 160,000 small businesses to build their brand on social media.

Find transcripts of every episode at lattice.com/allhands.Follow All Hands on Apple Podcasts, Spotify, Stitcher or wherever you get your podcasts so you never miss new episodes.Learn more about how Lattice can help your business stay people focused at Lattice.com or find us on Twitter @LatticeHQ.

In this repeat of one of Working It's most popular episodes, host Isabel Berwick tries to work out why people are so secretive about their pay. She talks to Joel Gascoigne, chief executive of social media business Buffer, which publishes its employees' salaries on its website, and she speaks to Brooke Masters, the FT's chief business commentator and an expert on CEO pay. We love to hear from you: email us at workingit@ft.com or Isabel directly at isabel.berwick@ft.com. Follow @isabelberwick on Twitter or Instagram. Want more?See how much everyone is paid at Bufferhttps://buffer.com/salariesBrooke Masters' column on CEO pay in the pandemic https://www.ft.com/content/0676c6f6-1ad2-490d-b8cf-d3bccdb76182 Want to get a pay rise? Here's how to ask for onehttps://www.ft.com/content/967db31f-f49b-4039-a295-23db588d2a1c Listen to Claer Barrett's MoneyClinic podcast on getting a pay risehttps://link.chtbl.com/K3vLw7lV National Bureau of Economic Research - the wider effects of pay transparencyhttps://www.nber.org/papers/w28903 Presented by Isabel Berwick. Editorial direction from Renée Kaplan. Assistant producer is Persis Love. Sound design is by Breen Turner, with original music from Metaphor Music. Produced by Novel.Read a transcript of this episode on FT.com Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

Auch die Helden der Arbeit haben Helden. Und daher wählen Sie in dieser Folge ihre ganz persönlichen Helden der Arbeit des Jahres 2021. Die beiden Gewinner, so viel sei verraten, stehen jeweils für eine ganz besondere Eigenschaft, die Daniel und René ganz besonders beeindruckt hat und der sie nacheifern. Gewinner Nummer eins ist ein Duo und steht für bedingungslose Transparenz in allen Bereichen der Arbeit. Damit sind sie Vorreiter für eine völlig neue Art der #futureofwork. Herzlichen Glückwunsch an Joel Gascoigne und Leo Widrich von Buffer. Gewinner Nummer zwei ist ein unternehmerischer und kreativer Tausendsassa, der sein Multitalent dafür einsetzt, anderen zu helfen, ihre Projekte zu verwirklichen und der dies auf eine ganz besonders sympathische und erfolgreiche Art und Weise macht. Herzlichen Glückwunsch an Fynn Kliemann. Daher gebührt beiden der völlig subjektive Titel "Held der Arbeit 2021". Herzlichen Glückwunsch. Aber was ist mit dir? Hast du eine*n Held*in der Arbeit, der auch erwähnt werden sollte? Dann empfiehl sie*ihn und begründe deine Entscheidung. Schreib uns an heldenderarbeit@hijob.me - wir sind gespannt auf deinen Vorschlag. Bilder: https://de.wikipedia.org/wiki/Fynn_Kliemann#/media/Datei:Fynn_Kliemann_2017.jpg, https://www.linkedin.com/in/joelgascoigne/

Chances are, not even your best friend knows how much you earn at work. In this episode, Isabel tries to work out what we are worried about - surely salary secrecy only helps our bosses? She talks to Joel Gascoigne, chief executive of social media business Buffer, which publishes its employees' salaries on its website - including that of Joel himself [$290k]. He thinks radical transparency helps with all sorts of potentially difficult issues at work. Isabel also talks to Brooke Masters, the FT's chief business commentator and an expert on CEO pay. Brooke thinks there are often good reasons for secrecy: when companies are forced to be open about top leaders' pay, CEOs can compare themselves to people leading other organisations and demand even higher salaries. Isabel and Brooke also talk about how the rest of us can negotiate a pay rise. To do that, it may help to know what your colleagues are paid ...We love to hear from you: email us at workingit@ft.com or Isabel directly at isabel.berwick@ft.com. Follow @isabelberwick on Twitter or Instagram.Mentioned in the podcast: See how much everyone is paid at Buffer https://buffer.com/salariesBrooke Masters' column on CEO pay in the pandemic https://www.ft.com/content/0676c6f6-1ad2-490d-b8cf-d3bccdb76182Want to get a pay rise? Here's how https://www.ft.com/content/967db31f-f49b-4039-a295-23db588d2a1cListen to Claer Barrett's #MoneyClinic podcast on getting a pay rise https://link.chtbl.com/K3vLw7lVNational Bureau of Economic Research - the wider effects of pay transparency https://www.nber.org/papers/w28903Presented by Isabel Berwick. Editorial direction from Renée Kaplan. Assistant producer is Persis Love. Sound design is by Breen Turner, with original music from Metaphor Music. Produced by Novel. See acast.com/privacy for privacy and opt-out information.

Joel Gascoigne, co-founder of Buffer, shares some of his thoughts on the advantages and disadvantages of building a business while sticking to the core principles that he and his partner Leo set out when they founded the business. Can such a highly distributed, radically transparent approach to building a business pay off in the long term? For more great talks, sign up for the BoS newsletter at businessofsoftware.org/update --- Send in a voice message: https://anchor.fm/business-of-software/message

Joel Gascoigne, CEO and founder of Buffer is this week's guest on The SaaS Revolution Show. Joel shares his top lessons learned over the past ten years building Buffer: a fully-remote, transparent and profitable business. From the early days and Buffer's very first revenue, to splitting with his co-founders and taking on the role of a solo founder, to his experience of and recovery from burnout, this extended episode is an open, honest and engaging conversation.

On this episode, an Air Force General and the CEO of a fully distributed company discuss Remote Teams. Listen to Joel Gascoigne, CEO of Buffer, and Brigadier General, David Shoemaker (who is also Chief of Staff for the Pacific region), talk about their best practices for building remote culture and making people feel like part of the mission.Disclaimer: Views offered here are personal and do not represent the U.S. Government.Guests:Joel Gascoigne, CEO of BufferDavid Shoemaker, Brigadier General and Chief of Staff of Pacific Air Forces, U.S. Air Force

= Remote Work Series #6 = Joel is the founder and CEO of Buffer, a platform to help build your brand on social media.

In a complex and dynamic world, sharing information on a "need to know" basis is misguided, because it perpetuates ignorance and bias. No one needs to know everything all the time, but we need the right (and the ability) to find what we need when we need it. And while many teams and organizations are coming around to the principle of transparency, when it comes to sharing more sensitive data—like compensation—many people freak out and start to backpedal. In this episode, we talk about why traditional organizations and teams (and even the two of us) covet and hoard information, and what it looks and feels like to let information flow. Later, we’re joined by the cofounder and CEO of Buffer, Joel Gascoigne, who shares how Buffer made "defaulting to transparency" a core value and never looked back. Learn more about Buffer and their commitment to transparency at https://buffer.com/ and https://buffer.com/about#transparency Joel tweets at https://twitter.com/joelgascoigne Our book is available now at bravenewwork.com We want to hear from you. Send your feedback to podcast@theready.com Looking for some help with your own transformation? Visit theready.com

Joon ekonomik olarak dezavantajlı üreticilere tasarım ve satış desteği sağlayarak onların üretim kapasitelerini geliştiren bir platform. Kurucu ortaklarından Duygu Vatan Joon'un hikayesini anlattı. 00.00 –1.41 Giriş1.48 –19.37 Duygu'nun eğitim hayatı19.46–52.58 Ekibin tanışma hikayesi ve Joon'un kuruluşu60.40 –63.32 Dinleyicilere mesajım64.07– 64.59 Kapanış Bölümde bahsedilen konular ile ilgili linkler;

Anthony Pompliano reads Joel Gascoigne of Buffer's "I am an Investor in 9 Companies: How and Why I Started Angel Investing." This episode of Letters From Wall Street is sponsored by eToro, the smartest crypto trading platform, and one of the largest in the world. Join 11 million other traders and create an account at etoro.com and build your crypto portfolio the smart way.

Anthony Pompliano reads Joel Gascoigne's 2013 Buffer Letter "Expert Of Nothing" -----This episode of Letters from Wall Street is sponsored by eToro, the smartest crypto trading platform, and one of the largest in the world. Join myself and 11 million other traders and create an account at eToro.com and build your crypto portfolio the smart way.

In our wide ranging conversation, we cover the building of the initial product and finding product market fit, building a remote team while travelling, the pro's and cons of being as transparent as they are, and much more! Joel's journey is an inspiring one, and there are lots of lessons to be learned from the path that Buffer took to success. Joel is incredibly humble, intelligent and honest and it was a pleasure to hear him discuss his business. Find joel on Twitter: @joelgascoigne Check out his personal blog at joel.is And if you haven't already, check out buffer.com and make your social media scheduling a breeze! Also check out his book recommendation: Joy at Work by Dennis Bakke. Thanks for listening.

On this episode Ryan is joined by Joel Gascoigne, CEO of Buffer, a simple tool manage all your social media accounts. We've been avid users, big fans, and paying customers for years. In this episode Ryan and Joel talk about... Joel's roundabout journey from the UK to the US via Hong Kong and Israel Joel started Buffer with his co-founder in the UK. They lived only thirty minutes away from one another but worked remotely most of the time, preferring Skype calls and chats. After moving to the Bay Area, they ended up having to leave the US because they weren't able to get visas. He tells the story of how they decided where to go next. “We were unable to get our visas, so we had to leave the US. I remember the three of us in an apartment in San Francisco looking at Google Maps, thinking ‘where should we go?’ We ended up going to Hong Kong for six months and then to Israel for three months.” What it's like to manage an 85-person completely distributed team “David Cancel, who’s at Drift now gave me really good advice. He said either go fully remote or have an office with everyone in the same place. He said it’s hard to make it work when you’re in between those two scenarios.” Joel talks about the advantages of a distributed team, including why distributed workers tend to have more loyalty and retention with a company than Bay Area employees. He also gives his advice for setting up and running a distributed team. “We actually went out of our way to hire the next few people outside the Bay Area just to makes sure we were really distributed and not ending up with people who felt like second-class citizens.” Buffer's extreme transparency and how that endears the company to its customers Joel is one of the most vulnerable and open CEOs you'll find. He talks about how he started writing on the company blog about all the highs and lows that Buffer was experiencing and how it benefitted the company in ways that you might not expect. Buffer also publicly shares their formula for determining salaries as well as the salaries of every individual in the company. Joel explains how this is empowering to employees. “It’s just fulfilling and liberating to open up and share. I feel like it keeps us honest and doing the right things.” He says that transparency made the company more human and that both customers and non-customers felt like they were “along for the ride” when they could learn about the interior workings of the company. [When facing scaling challenges and angry customers] “...we would try to be very responsive on social media and email. When you’re sharing things transparently, you’re building up that trust with customers and very quickly those situations turned around into overwhelming support from customers — and even non-customers, just people cheering us on as a company.” Why (in a very unorthodox move) Buffer bought out their investors last year Joel explains their unique approach to company-building. He talks about how they broached the topic with their investors that Buffer might not be seeking the typical VC exit — and how they found VCs willing to partner with them on those terms. “We shared in the negotiations that there was a good chance that we might never want to sell the company or go public.” Of course, Joel also talks about some of his favorite products as well. We’ll be back next week so be sure to subscribe on Apple Podcasts, Google Podcasts, Spotify, Breaker, Overcast, or wherever you listen to your favorite podcasts. Big thanks to Pilot and Monday.com for their support.

Today's guest joining us on the Join Up Dots podcast is the co-founder and CMO of TimeDoctor.com and Staff.com.These are tools that help manage remote employees productivity. Liam is also the co-organizer of RunningRemote.com which is the largest conference on remote work that's held in Bali each year in June. Running Remote has had speakers such as Joel Gascoigne from Buffer, Dmitriy Zaporozhets founder of Gitlab and Amir Salihefendic founder of Doist.Many more influential speakers and attendees too. Liam has been working in the remote work space for over 8 years with Time Doctor and Staff.com and ran a previous company which connected university students with remote tutors. His experience in remote work spans over 15 years and over 1 million remote workers have personally used one of his products over that tenure.How The Dots Joined Up For The Time DoctorLiam is an avid proponent of remote work and has been published in Forbes, Inc, Mashable, TechCrunch, Fast Company.As well as Wired, The Wall Street Journal, The Next Web, The Huffington Post, Venturebeat.Many other publications specifically targeting the expansion of remote work. The mission statement that feeds all the products and services that the time doctor is involved with stem from empowering workers to work wherever they want, whenever they want. Liam has an undergraduate and graduate degree in Sociology from McGill University. He lives in Canada but travels 3-6 months out of the year due to his ability to work wherever and whenever he likes. He chooses a new place to travel a few times a year but usually spends time in Austin, Las Vegas and Ubud each year and loves to encourage others to work remotely on his travels.So was he always focused on productivity and excellence or a lazy whatsit like so many people?And does he find it harder to want to work when he can go where he wants in the world?Well let's find out as we bring onto the show to start joining up dots with the one and only Mr. Liam MartinShow HighlightsDuring the show we tackled such weighty subjects such as:How 43% of the US population have worked remotely last year in 2019, a figure that is expected to continue to riseWhy the average time of doing work in the US is only 2 hours 36 minutes and the rest is just wasted unproductive hours.Liam shares how he sold his business and then discovered boredom that changed his life.And lastly..........Liam shares the difference between a blue ocean and a red ocean, and reveals why these are colours to take very seriously. 

Joel Gascoigne is the Co-Founder & CEO @ Buffer, the social media management tool that makes it easy for businesses and marketing teams to schedule posts, analyze performance, and manage all their accounts in one place. They had raised both seed and Series A rounds but last summer, spent $3.3m to buy out the majority of their Series A investors, making them much more independent. Joel now runs Buffer as a profitable business with $2m in profit in 2017 and $3m in 2018. Before co-founding Buffer, Joel co-founded OnePage and StartupMill and was a web developer in the UK. In Today’s Episode You Will Learn: 1.) How Joel made his way from web developer in the UK to founder of Buffer, in 2018 a business that did $3m in profit? 2.) What does Joel mean when he says that "fundraising is a bigger decision than most people realise"? At what moments does Joel believe that the founders are no longer the boss? When did Joel feel he was no longer the boss? What does Joel wish founders knew more about the VC process and mechanics? What questions must they ask VCs? 3.) Would Joel agree with Anand Sanwal, previously on the show that "VCs foie-gras their startups", forcing synthetic growth? What is the right way for founders to respond to this pressure? How did Joel personally handle the pressure? How does Joel assess and analyse the current VC ecosystem? What would he most like to change? 4.) There was a time when individuals did not want Joel to be CEO, how did Joel deal with that? What would Joel advise founders in the same position? What are the right steps to take? Joel then lost his co-founder, how was that process for Joel? What does he know now that he wishes he had known at the beginning of that process? How does he look to retain that level of support and guidance from someone other than a co-founder? 5.) What does Joel mean when he says, "leaders must lean into transparency"? Are there any limitations to being overly transparent? Now as a profitable company, how does Joel think about profit sharing with the team? What does profitable status allow the team to achieve and do that is not normally possible for VC backed co's? Items Mentioned In Today’s Show: Joel’s Fave Book: A Little Life As always you can follow Harry, The Twenty Minute VC and Joel on Twitter here! Likewise, you can follow Harry on Instagram here for mojito madness and all things 20VC.

Running a $19MM+ remote company with 82 employees, serving millions of people, Joel shares his greatest leadership lesson. Every few weeks as part of The Heartbeat, I ask one question to a founder, CEO, or business owner I respect about their biggest leadership lesson learned. This week, I interviewed Joel Gascoigne, CEO and Co-Founder of Buffer. Joel Gascoigne is… Read the full article

What We Cover:   * Why Buffer spent $3.3m buying out investors.   * How to expand and increase customer lifetime value by creating more products.   * Their strategy for creating new products for their 80,000 paying customers.   * Why Joel chose to give his team members a profit share instead of dividends.   * The specific benefits of giving your team members a profit share arrangement.   * How Buffer started their business without funding.   * Whether or not you should "Grandfather" in new paying customers.   If you would like to support the podcast, please rate 5 stars and review on Apple Podcasts. Learn more about Wild Audience at www.wildaudience.com

This week’s episode is brought to you by Kouris Kalligas, the founder and CEO of Therachat. Therachat is a product for therapists to engage their clients during therapy sessions, it allows them to assign clients activities to do in order to help them with their mental health. What does your day-to-day job and work look like? - Kouris has a precise daily routine, he wakes up at 6 AM, does some workouts for about an hour, then he has breakfast. He also uses time blocking for his tasks, dividing them by 90-minutes chunks. Do you take notes across your day? If so, what tool do you use? - Todoist (https://todoist.com) (iOS/Android/Mac/Windows/Web) (both for tasks and notes) What people influence you in the startup space? - Basecamp Co-founders Jason Friend (https://twitter.com/jasonfried) and Heinemeier Hansson (https://twitter.com/dhh) - Joel Gascoigne (https://twitter.com/joelgascoigne), Co-founder and CEO of Buffer - Podcast episode: Jason Fried — How to Live Life on Your Own Terms (#329) (https://tim.blog/2018/07/23/jason-fried/) What hardware do you use every day? (phone, laptop, pc) - MacBook Pro (https://amzn.to/2QsFgR6) - iPhone 7 (https://amzn.to/2xch7Fq) What are your 3 favorite apps/tools for work? (Eg. marketing, designing) - Todoist (https://todoist.com) (iOS/Android/Mac/Windows/Web) - Google Calendar (http://calendar.google.com) (iOS/Android) - Trello (http://trello.com) (iOS/Android/Mac/Windows/Web) - Zoom (http://zoom.us) (iOS/Android/Mac/Windows/Web) - Slack (http://slack.com) (iOS/Android/Mac/Windows/Web) Where can we find you and all of your wonderful things? - Therachat - here (https://therachat.io) - Twitter - @kouriskalligas (https://twitter.com/kouriskalligas) Disclosure: These show notes contain affiliate links. If you purchase something through the link, I will earn a small commission at no extra charge to you. If you choose to use them, thank you for supporting the podcast! All opinions expressed are my own. Special Guest: Kouris Kalligas.

When Joel Gascoigne (@joelgascoigne) started Buffer, he had no intention of doing things "the way they've always been done." Learn how he helped lead the way by running a remote team, by being transparency about revenue and salaries, and how grew his business from $0 to $18M in revenue and 70 employees along the way.Transcript, speaker information, and more: https://www.indiehackers.com/podcast/058-joel-gascoigne-of-buffer

This week I talk with Joel Gascoigne, Founder of Buffer! In this episode we talk about how gaming ultimately led to interest in technology, how his time in university introduced him to startups, how Buffer got its start, how transparency became part of the fabric of their company, how Joel's approach to building Buffer has changed drastically and a lot more! Enjoy! - [http://founderchats.com](http://founderchats.com/) - [https://buffer.com](https://buffer.com) - [https://baremetrics.com](https://baremetrics.com/)

In today's episode, we're talking to Joel Gascoigne, the co-founder and CEO at Buffer—the social media management tool for small businesses. That product now has over 75,000 customers—the company has 70 employees, and they're bringing in over $1.3 Million in revenue each month. Perhaps what I like most about Joel and how he got Buffer off the ground in the early days… is that he was incredibly systematic and disciplined with how he validated the idea for the product. The very first thing he did was build a super simple landing page with nothing more than a description of the product with a call-to-action button that people would have to click on in order to sign up—but instead of taking these early visitors to the actual product—that didn't yet exist—it directed them to another landing page where they could enter their email address for early access when Buffer did launch. After about a month of promoting this landing page to his audience on Twitter and through HackerNews, Joel had 120 signed up… and the rest is history. He continued working on Buffer as a side project for the next month or so, brought on his first round of paying customers, and within another 6 months they'd climbed up to around 100,000 users… most of which were on the free plan, but many of whom would later upgrade.

In this interview, Joel Gasgoine explains how to enter a competitive market and the importance of focus. We talk about experimenting with pricing, how pricing impacts churn and the best practices for launching multiple products. We also review his favourite ways to validate business ideas.

Casey Winters and Joel Gascoigne have created massive growth for their respective companies. Today we take a look at what it was like on the marketing team during the early days of Grubhub and what it looks like when a high growth company hires too fast, Learn more about your ad choices. Visit megaphone.fm/adchoices

Earlier this year, all looked rosy at Buffer. But one day, Buffer’s CEO Joel Gascoigne and the rest of the management team realized their math didn’t add up. Buffer would be out of money in just five months. After running the numbers, the path seemed clear: They had to lay off 10% of their staff. In this episode, Joel shares how he navigated this tough decision, pivoted after realizing he made a mistake, and restored the company's faith in their vision through radical transparency.

In this episode we were joined by Joel Gascoigne, Founder and CEO of Buffer. He discussed his background, the story behind Buffer, and the importance of creating a values driven culture from early days and growing the team with a culture fit in mind. Joel Gascoigne is a co-founder and CEO of Buffer, a web-based platform that helps users share social media content. Prior to Buffer, he co-created OnePage where he learned a vast amount about the realities of running a web startup, worked as a web developer at Priority Research and as a web designer and developer at joelg.co.uk. Joel obtained a degree in computer systems from the University of Warwick.

Joel is the Founder and CEO of Buffer. He started Buffer from his bedroom in the UK, and now they have 13 people and do over $2m in annual revenues. He loves to share all his failures and all his learnings. Below are two free resources to IGNITE your Entrepreneurial journey!FreePodcastCourse.com: A free 15-day course that will teach you how to create, grow, and monetize YOUR Podcast!TheWebinarCourse.com: A free 10-day course that will teach you how to create and present Webinars that convert!

We all believe honesty is generally a good thing, right? But we all agree to keep secrets, whether for our country or for the company we work for. Sam and Simon think this is bullshit. Honesty surfaces data, and helps people to make better decisions.Except if there's an axe murderer coming to kill a member of your family. Then we think maybe lying isn't a terrible idea.In other news: hey, we launched a Patreon page! If you like what we do, we'd be grateful if you could support us. This will help us to create more betterer podcasts, and one day move into a room without a taxidermied duck in it.Stuff mentioned in this episode:The (blessedly quite boring) leak of South African spy cablesSpeculation about whether Julian Assange is still living in the Ecuadorian embassy (apparently he is)The Tor browser, which is a safer way to rummage around in the Internet's dirty underwearLying by Sam HarrisKant's idea of the categorical imperativeA post from Buffer's Joel Gascoigne about why they've embraced salary transparency in their businessMaverick by Ricardo SemlarThe UK's proposed amendment to the Small Business Bill, requiring companies to disclose gender pay-gap detailsSimon's wonderful piece lamenting the ways little boys are told they're not allowed to be like little girlsAn app that calculates your Lobola value (bride price)Be Not Content by William CraddockYou can now play Cards Against Humanity on the Internet - hoorah!Simon's new favourite podcast app, Overcast Alfred the Goose of Terror. Look at the CLAWS on his WINGS.

Oo goes from launching two failed startups, one with Buffer App co-founder Joel Gascoigne to launching a SAAS business in Nigeria. Along the way he's been credited with almost single handedly building up the tech ecosystem in Lagos, Nigeria. Through grit, determination and old fashioned hustle he's building a new business that is changing the face of call center operations.

Joel is the Founder and CEO of Buffer. He started Buffer from his bedroom in the UK, and now they have 13 people and do over $2m in annual revenues. He loves to share all his failures and all his learnings.Joel is the Founder and CEO of Buffer. He started Buffer from his bedroom in the UK, and now they have 13 people and do over $2m in annual revenues. He loves to share all his failures and all his learnings.